managing expectations
When a problem occurs with a recently installed decorative concrete job, who is responsible? I understand that this is a loaded question and that there are lots of factors to consider, but the question still stands. This spring, while dealing with a rash of
Despite the axiom that "every client is a good client," we all know that some of them are wonderful to work with - and that dealing with others is a form of slow torture. I've always loved hearing the horror stories about bad customers that float around the watershaping trades: The telling and retelling of these nightmares (often with exaggerations as the stories travel from ear to ear) is often a treat, and I know I've had my share of therapeutic fun at the expense of a knucklehead or two. We don't generally hear quite so much about the good ones, but it's fair to say that most of us have lists of satisfied clients and that our experiences with them give us much of the motivation we have to stay in the business. What it boils down to is this: Each and every client is
Over and over at seminars and trade shows, watershapers ask me three distinct but interrelated questions: "How do you get into the high-end market?" and "How do you deal with wealthy customers?" and "How do you handle those kinds of jobs?" The short answer to all of them is that I've set myself up for it and am prepared to tackle these projects and clients as they come. To me, it's as natural as breathing. The deeper answer is much more complicated, obviously, and has to do with my understanding that working with upper echelon clients means accommodating an entire range of issues that
